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Abstract
Purpose The aim of this paper is to explore the implementation issues of the Business Excellence
Model and the process of self-assessment, from both management and employee perspectives, in a
large government organisation in the United Arab Emirates (UAE), where the large Government
organisation is indicative of the type of large indigenous organisation in the region. The organisation
is part of the Dubai Government Excellence Programme (DGEP).
Design/methodology/approach A multi-level case study approach is used, involving repeated
in-depth interviews with managers (n 12) and a questionnaire with employees (n 96) to explore
the implementation issues at all levels.
Findings There was considerable variation in the implementation effectiveness across the different
levels within the organisation. The top down approach had a resonance with the Middle East culture at
management levels. However, insufficient participation and empowerment of lower level employees,
especially amongst non-indigenous employees, led to a lack of closure on corrective actions emerging
from the self-assessment process. Overall there was an acceptance of the business improvement side of
total quality management (TQM) but there was a need for increased cultural acceptance of the people
development aspects.
Originality/value There is a paucity of multi-level in-depth studies relating to Business Excellence
and self-assessment in Middle Eastern organisations where a critical cultural perspective is adopted,
International Journal of Quality &
even though there has been considerable resources expended by Government in initiatives such as the
Reliability Management Dubai Government Excellence Programme (DGEP).
Vol. 30 No. 4, 2013
pp. 426-445 Keywords United Arab Emirates, Public sector, Business Excellence Model, Self-assessment, Culture,
q Emerald Group Publishing Limited Multi level case study, Middle East
0265-671X
DOI 10.1108/02656711311308402 Paper type Research paper
Introduction Business
Over the last two decades excellence models have spread as a way of increasing excellence
competitiveness and reducing costs by helping to incorporate and assess total quality
management (TQM) principles and practices within organisations (Kim et al., 2009; in the UAE
Al Marri et al., 2007). The European Quality Award of the European Foundation for
Quality Management (EFQM) and the Malcolm Baldrige National Quality Award are
the most globally used and proven excellence models for quality awards and 427
self-assessment (Samuelsson and Nilsson, 2002). The models use the process of
self-assessment at different organisational levels to evaluate organisations against the
TQM-based model criteria (Samuelsson and Nilsson, 2002). A review of the literature by
Kim et al. (2009), consistent with the comparative study of quality implementation
in Middle Eastern countries by Najeh and Kara-Zaitri (2007), shows that there has been
significant research and application relating to the business excellence models and the
associated use of self-assessment in Western countries. However, there is a comparative
lack of studies in Middle Eastern countries relating to in-depth implementation studies
of business excellence. Here the application of business excellence and self-assessment
is less well developed and established beyond that of corporate level applications
(Al Marri et al., 2007; Najeh and Kara-Zaitri, 2007; Jones and Seraphim, 2008).
A key theme in research relating to the effectiveness of business excellence and
self-assessment is the rigour and effectiveness of the implementation process at all
organisational levels and involving employees from all groupings. The effectiveness of
this implementation is often expressed in terms of key success factors that are
determined by cultural and contextual settings within a country or an organisation
(Najeh and Kara-Zaitri, 2007; Salaheldin, 2009). This paper is based on the experience
of a large Middle Eastern public sector organisation dealing with the implementation
of the Dubai Government Excellence Programme (DGEP). The DGEP is the Dubai
version of the European excellence model and is based on the same nine major criteria
with minor differences in the sub-criteria.
The aim of this paper is to explore the implementation issues of the business
excellence model and the process of self-assessment from both management and
employee perspectives in a large government organisation in the United Arab Emirates
(UAE). The large government organisation is indicative of the type of large indigenous
organisation. The importance of the research lies in the placing of Dubai as an
international business hub seeking to achieve quality and excellence to gain and
maintain competitive advantage and to diversify from an overreliance on oil. One of the
five guiding principles of the Dubai Emirate strategic plan (2007-2015) is that of
implementing public sector excellence.
Cultural dimension
ratings for the Resonance with TQM Incongruence with
Middle East and business TQM and business
(Hofstede, 1980) Characteristic excellence principles excellence principles
Research methodology
Both Yin (2009) and Eisenhardt (1991) suggest that an interpretative research
philosophy is more appropriate to these types of research question to enable in-depth
inquiry, which is consistent with the calls for more interpretative research in this area
(Kim et al., 2009). In this approach multiple sources of data are embraced and engaged
in a recursive sense making process in which results and discussion are compared and
contrasted, as suggested by Yin (2009), until an understanding is achieved.
The chosen research methodology was that of a case study which is suited to the
interpretive research approach (Yin, 2009; Eisenhardt, 1991). Yin (2009) describes the case
study as a comprehensive research strategy that seeks to investigate a contemporary
phenomenon within its real-life context. The complexity of the implementation of the
business excellence model (the phenomenon) in the Dubai Municipality (the context) is
a major reason for the choice of the case study methodology for the research.
The need to generate ideas from managers of the organisation in relation to
behaviours and culture led to the choice of a qualitative strategy, where in-depth
semi-structured interviews were used. For the wider range of employees and larger
number, survey questionnaires were more appropriate. Hence a multi-strategy
approach (qualitative/quantitative) was selected as suggested by Bryman and Bell
(2003, p. 480) where combing qualitative and qualitative strategies helps to capitalize
on the strengths of each.
The groupings and levels considered within the case were labelled as A, B, and C.
There were 24 departments led by department directors who represented the
management group for the study (Group A). The second management group was
the quality and strategy specialist managers which included all senior employees who
were specialists in quality and strategy and holding positions such as quality specialist
and strategy specialist, plus the heads of quality unit in every department (Group B).
The third group was employees (Group C).
A total of 12 semi-structured interviews were conducted (department directors, Business
n 6; quality specialists, n 6). All interviews were done in Arabic language, but the excellence
English language was frequently used during the interviews to confirm consensus and
mutual understanding of terms used. The semi-structured interviews required in the UAE
interviewees to reflect on the business excellence implementation process and to
identify problems in comparison to the idealised Western approach from the literature
and international consultants. Each interview lasted between 1.5 and 2.5 h. 433
The interviews were transcribed and translated to English. Similar answers of the
interviewees were grouped under similar questions for ease of review, analysis and
pattern matching consistent with Yins (2009) approach. To collect information from the
employees (Group C) a survey questionnaire was used covering the issues raised in
the interviews but also probing empowerment and teamwork. The interview
questionnaire was piloted with managers and academics (working in UAE) leading
to refinements in wording and meaning (e.g. clearer interpretations of wording covering
empowerment and empowered team work). The method used for analysing the
qualitative interview data was based on Radnor and Boadens (2004) method. First
topics and categories were developed using the interview transcripts and document
analysis. Next, the findings were coded within evidence tables and subsequently
interpreted using the literature in an iterative manner. The survey questionnaire was
piloted using ten randomly selected employees and also incorporated learning from the
interview process, leading to removal of a number of ambiguities arising from lack of
definition of terms. A total of 200 were distributed based on a randomised selection from
the company employee list with 112 responses (response rate 56 per cent); from these six
response sheets were disqualified due to missing data and were not used in the database
giving a useable number of 96. Questionnaires were designed with two columns one in
Arabic and the other in English language. Data were analysed using SPSS V. 15.0 and
compared with the interview and documentation analysis. A five point Likert scale was
used for the responses. Triangulation was obtained from analysis of company
documentation (including self-assessment documents), interviews and questionnaires.
It is acknowledged that a single case in the UAE public sector creates issues for
generalisation (Yin, 2009). However, the current exploratory study adopts an intrinsic
case approach in an exploratory manner. Hence the issues raised may help inform
further cultural related multiple case or cross sectional survey based research, rather
than claiming to have established hypotheses.
434 51%
18%
Figure 1. 1%
Nationality of respondents
to questionnaires Expat Arab Expat Asian Expat Western UAE National
30%
70%
Figure 2.
Gender distribution
of respondents
to questionnaires Male Female
(Hofstede and Hofstede, 2005). These findings have implications for business excellence
due to the high masculinity culture dimension (Table I) leading to assertiveness and
competitiveness which helps with the need for clear goals and a strong business focus as
found by Al-Tarawnehs (2010) and Askery et al.s (2008) Middle East implementation
studies. However, it can also limit the effective involvement of ex pat non-Arabs as shown
by Jones and Seraphim (2008) (Table I).
Valid
Not useful 1 1.0 1.3 1.3
Useful to some extent 6 6.3 7.5 8.8
Medium 11 11.5 13.8 22.5
Useful 29 30.2 36.3 58.8
Table IV. Very useful 33 34.4 41.3 100.0
Importance of the DGEP Total 80 83.3 100.0
in improvement, Missing 16 16.7
employees response Total 96 100.0
The results of Table IV show that 36.3 per cent mentioned useful and 41.3 per cent Business
mentioned very useful. This positive response is an indication of the employees excellence
acceptance of the managements communications on the efficacy of the model,
consistent with the high power distance culture dimension (Table I). Throughout the in the UAE
study there was no evidence of emancipatory benefits from the model implementation,
consistent with the high masculinity culture dimension (Kim et al., 2009; Table I).
437
The implementation CSFs
The list of CSFs identified by Karuppusami and Gandhinathan (2006) was discussed
with the top quality and strategy officials in the organisation where it was modified and
ranked according to the importance to the organisation. The new list was correlated with
the original list using Spearman rank correlation. The correlation coefficient was found
to be rs 0.16, comparing with the Spearmans critical values table (Ramsey, 1989),
showing there is difference in the view about the importance of CSFs.
As shown in Table V respondents to the interviews and surveys (Groups A-C) were
asked to rank the list of CSFs (in a random order) as identified by the top quality
officials, from one (highest importance) to number 11 (least important).
Based on the Spearmans critical values table (Ramsey, 1989), the correlation
coefficients for the number of pairs 11 (n 11):
rs 0.618 with level of significance 0.05.
0.708 with level of significance 0.02.
0.755 with level of significance 0.01.
Figure 3 shows there is significant difference between the organisations senior quality
officials and directors. The highest correlation coefficient in the group of directors is
0.47 (significance between 0.2 and 0.1), which indicates a difference in the views with
the senior quality officer; in the group of quality specialist two out of five have
a coefficient higher than 0.618, and three specialists have a lower coefficient. Quality
specialists have a better correlation compared with that of the department directors.
There was a difference in the views of the senior officer and that of directors and
quality specialists, and the difference was higher with the directors.
rs(DM )
Correlation with directors and senior quality
Respondent (DIR: director, SPE: specialist) specialist
DIR1 0.29
DIR2 0.27
DIR3 0.23
DIR4 0.24
DIR5 0.31
DIR6 0.47
SPE1 0.13
SPE2 0.71
SPE3 0.82 Table V.
SPE4 0.56 Spearmans rank
SPE5 0.58 correlation results
IJQRM Spearmans rank correlation results
0.9
30,4
0.8
5
IR
IR
IR
IR
IR
IR
E
Figure 3.
P
D
S
Spearman rank correlation
DIR = Dept. Director SPE = Quality Specialist Respondent
Similarly the CSFs list was given to respondents to the questionnaires (Group C) to
rank them. People who answered that they have no knowledge about DGEP were
excluded from the sample in this test. Here, 34.7 per cent of the employees (n 72) had
negative rank correlation (rs , 0), and 95.8 per cent had no significant correlation
(rs , 0.618). Hence, only 4.2 per cent had a significantly positive rank correlation
(rs . 0.618), with the senior quality official. These findings indicate that the top
down approach is accepted rather than being critiqued contextualisation at lower
levels, consistent with the findings of Salaheldin (2009).
Level of participation in SA
Nationality Never Little Medium Big Very big Total
Expat Arab 14 0 7 5 3 29
Expat Asian 17 0 0 0 0 17 Table VIII.
Expat Western 0 1 0 0 0 1 Nationality and
UAE National 33 5 5 4 2 49 level of participation
Total 63 6 13 9 5 96 in SA cross-tabulation
Expat Arab 1 28 29
Table X. Expat Asian 9 8 17
Nationality and Expat Western 0 1 1
awareness about DGEP UAE National 5 44 49
cross-tabulation Total 15 81 96
No 80 83.3
Table XII. Yes 16 16.7
Training in the DGEP Total 96 100.0
(3) Phase 3 enlightenment: through management commitment and quality Business
improvement we are identifying and resolving our problems. excellence
(4) Phase 4 wisdom: defect prevention is a routine part of our operation. in the UAE
(5) Phase 5 certainty: we know why we do not have problems with quality.
Department
directors and
quality specialists Employees
Frequency % Frequency %
It is concluded that Hofstedes (1980) and Hofstede and Hofstedes (2005) cultural
dimension representation of the Middle Eastern culture is a useful framework for
analysing the business excellence implementation approach in the Dubai case
organisation. This finding is consistent with existing studies (Jabnoun and Sedrani,
2005; Jones and Seraphim, 2008; Salaheldin, 2009) which have used Hofstedes work to
probe a range of TQM issues in the Middle East.
In relation to RQ1 the interviews showed there was a strong top down award-based
focus where the DGEP, driven by senior management, was used as a framework for
national and UAE award applications, consistent with the findings of Jabnoun and Khalifa
(2005) and Kim et al. (2009). Management of the model implementation was found to be the
responsibility of the central quality department. It is concluded that this approach is
consistent with the high power distance culture dimension which is characterised by high
levels of directive authority and concentration of power in top management levels (Table I;
Hofstede, 1980). A workshop-based technique for self-assessment and was uniformly
applied in a top down manner across all 24 departments within the organisation. It is
concluded that this high level of uniformity is consistent with the high uncertainty
avoidance cultural dimensions (Table I; Hofstede and Hofstede, 2005) where top down
power overrides local deviations or modifications at lower levels. However, this highly rigid
approach ultimately limited meaningful participation and empowered improvement action
at lower levels (consistent with low individualism Table I), especially amongst ex pat
non-nationals. This problem was not recognised or addressed within the implementation
process leading to a lack of improvement at lower levels resulting from the self-assessment
process.
It is suggested, in relation to RQ2, and consistent with Jones and Seraphim (2008), Business
that this major dichotomy in the implementation process is driven by the country or excellence
Middle Eastern culture being reflected in the context of the organisation (i.e. a public
sector organisation). There is a distinct difference, or even a conflict, between the in the UAE
characteristics on the cultural dimensions and some of the tenets of TQM or business
excellence. The Middle Eastern culture would seen to support the need for strong
leadership and commitment for business excellence implementation (Jabnoun and 443
Sedrani, 2005); however it was found to conflict with the TQM tenets of employee
participation involvement and empowered action at lower levels. It is suggested,
consistent with Kim et al. (2009), that more research should be undertaken to explore
these apparent contradictions in more detail. Such studies could include more
comparisons between Middle Eastern public sector organisations and globalised
Middle Eastern organisations at multiple levels.
From a practical perspective there is a need for UAE organisations to develop bespoke
culturally based approaches for implementing business excellence and self-assessment.
The weighting of some parts of the model may need adjustment in comparison to Western
approaches to avoid unrepresentative results. Furthermore, there is an opportunity for
practitioners to develop cultural awareness programmes in relation to UAE business
excellence practices. The policy implications for the UAE Government are that
standardised training provision from Western sources is a poor substitute for culturally
grounded approaches.
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Corresponding author
Rodney McAdam can be contacted at: r.mcadam@ulster.ac.uk